Acclaimed historian H. W. Brands brings them back to life: J. P. Morgan, who stabilized a foundering U.S. Treasury in 1907; Alexander Hamilton, who founded the first national bank, and Nicholas Biddle, under whose directorship it failed; Jay Cooke, who helped to finance the Union war effort through his then-innovative strategy of selling bonds to ordinary Americans; and Jay Gould, who tried to corner the market on gold in 1869 and as a result brought about Black Friday and fled for his life.

    Even more important, he succeeded in never wavering from coaching his way, from a place of deep values. Jackson was tagged as the “Zen master” half in jest by sportswriters, but the nickname speaks to an important truth: this is a coach who inspired, not goaded; who led by awakening and challenging the better angels of his players’ nature, not their egos, fear, or greed.This is the story of a preacher’s kid from North Dakota who grew up to be one of the most innovative leaders of our time. In his quest to reinvent himself, Jackson explored everything from humanistic psychology and Native American philosophy to Zen meditation. In the process, he developed a new approach to leadership based on freedom, authenticity, and selfless teamwork that turned the hypercompetitive world of professional sports on its head. In Eleven Rings, Jackson candidly describes how he:Learned the secrets of mindfulness and team chemistry while playing for the champion New York Knicks in the 1970sManaged Michael Jordan, the greatest player in the world, and got him to embrace selflessness, even if it meant losing a scoring titleForged successful teams out of players of varying abilities by getting them to trust one another and perform in syncInspired Dennis Rodman and other “uncoachable” personalities to devote themselves to something larger than themselvesTransformed Kobe Bryant from a rebellious teenager into a mature leader of a championship team.Eleven times, Jackson led his teams to the ultimate goal: the NBA championship—six times with the Chicago Bulls and five times with the Los Angeles Lakers. We all know the legendary stars on those teams, or think we do. What Eleven Rings shows us, however, is that when it comes to the most important lessons, we don’t know very much at all. This book is full of revelations: about fascinating personalities and their drive to win; about the wellsprings of motivation and competition at the highest levels; and about what it takes to bring out the best in ourselves and others.

    Just as a single sick person can start an epidemic of the flu, so too can a small but precisely targeted push cause a fashion trend, the popularity of a new product, or a drop in the crime rate. This widely acclaimed bestseller, in which Malcolm Gladwell explores and brilliantly illuminates the tipping point phenomenon, is already changing the way people throughout the world think about selling products and disseminating ideas.Gladwell introduces us to the particular personality types who are natural pollinators of new ideas and trends, the people who create the phenomenon of word of mouth. He analyzes fashion trends, smoking, children's television, direct mail, and the early days of the American Revolution for clues about making ideas infectious, and visits a religious commune, a successful high-tech company, and one of the world's greatest salesmen to show how to start and sustain social epidemics.

    It's not the star.It's not money. It's not a strategy.It's something else entirely.Several years ago, Sam Walker set out to answer one of the most hotly debated questions in sports: What are the greatest teams of all time? He devised a formula, then applied it to thousands of teams from leagues all over the world, from the NBA to the English Premier League to Olympic field hockey. When he was done, he had a list of the sixteen most dominant teams in history. At that point, he became obsessed with another, more complicated question: What did these freak teams have in common?As Walker dug into their stories, a pattern emerged: Each team had the same type of captain--a singular leader with an unconventional skill set who drove it to achieve sustained, historic greatness.Fueled by a lifetime of sports spectating, twenty years of reporting, and a decade of painstaking research, The Captain Class tells the surprising story of what makes teams exceptional. Drawing on original interviews with athletes from two dozen countries, as well as general managers, coaches, executives, and others skilled at building teams, Walker identifies the seven core qualities of this Captain Class--from extreme doggedness and emotional control to a knack for nonverbal communication to tactical aggression and the courage to stand apart.Told through riveting accounts of some of the most pressure-soaked moments in sports history--from Bill Russell's legendary "Coleman Play" in the 1957 NBA Finals to Barcelona's "Figo Game" against Real Madrid in 2000--The Captain Class doesn't just bring these events to life; it presents a fresh, counterintuitive take on leadership that can be applied to a wide spectrum of competitive disciplines.The men and women who make up the Captain Class were never the most skilled athletes, nor were they gifted orators or paragons of sportsmanship. They were often role players who were allergic to the spotlight. In short, the seven attributes they shared challenge your assumptions of what inspired leadership looks like.

    Today the public can't get enough of this once-forgotten explorer, and his actions have made him a model for great leadership and masterful crisis management. Now, through anecdotes, the diaries of the men in his crew, and Shackleton's own writing, Shackleton's leadership style and time-honored principles are translated for the modern business world. Written by two veteran business observers and illustrated with ship photographer Frank Hurley's masterpieces and other rarely seen photos, this practical book helps today's leaders follow Shackleton's triumphant example.

    Along the way, Mattis recounts his foundational experiences as a leader, extracting the lessons he has learned about the nature of warfighting and peacemaking, the importance of allies, and the strategic dilemmas--and short-sighted thinking--now facing our nation. He makes it clear why America must return to a strategic footing so as not to continue winning battles but fighting inconclusive wars.Mattis divides his book into three parts: Direct Leadership, Executive Leadership, and Strategic Leadership. In the first part, Mattis recalls his early experiences leading Marines into battle, when he knew his troops as well as his own brothers. In the second part, he explores what it means to command thousands of troops and how to adapt your leadership style to ensure your intent is understood by your most junior troops so that they can own their mission. In the third part, Mattis describes the challenges and techniques of leadership at the strategic level, where military leaders reconcile war's grim realities with political leaders' human aspirations, where complexity reigns and the consequences of imprudence are severe, even catastrophic.Call Sign Chaos is a memoir of a life of warfighting and lifelong learning, following along as Mattis rises from Marine recruit to four-star general. It is a journey about learning to lead and a story about how he, through constant study and action, developed a unique leadership philosophy, one relevant to us all.

    Army.Duke University's head basketball coach Mike Krzyzewski has proved himself a leader both on and off the court. He's led the Duke Blue Devils to five straight Final Four appearances, culminating in back-to-back championships in 1991 and '92. He has received five National Coach of the Year Awards—and many of the players he coached in college have gone on to NBA stardom.From sportsmanship to respect, Leading with the Heart is a genuine gift from a coach who knows how to lead with heart.

     Featuring “five stand-alone case studies that are well-written and interesting” (The New York Times), Koehn begins each section by showing her protagonist on the precipice of a great crisis: Shackleton marooned on an Antarctic ice floe; Lincoln on the verge of seeing the Union collapse; escaped slave Douglass facing possible capture; Bonhoeffer agonizing over how to counter absolute evil with faith; Carson racing against the cancer ravaging her in a bid to save the planet. Readers then learn about each person’s childhood and see the individual growing—step by step—into the person he or she will ultimately become. Significantly, as we follow each leader’s against-all-odds journey, we begin to glean an essential truth: leaders are not born but made. In a book dense with epiphanies, the most galvanizing one may be that the power and courage to lead resides in each of us. Providing both great insight and exceptionally rendered human drama, Forged in Crisis is “a highly engaging (and well documented)…book that quietly surpasses many so-called leadership tomes” (Booklist, starred review).

    Ira Chaleff's Courageous Follower model has facilitated healthy upward information flow in organizations for over 15 years. The Harvard Business Review called Chaleff a pioneer in the emerging field of followership--this new edition shares his latest thinking on an increasingly vital topic. The updated third edition includes a new chapter, "The Courage to Speak to the Hierarchy." Much of Chaleff's model is based on followers having access to the leader. But today, followers can be handed questionable policies and orders that come from many levels above them--even from the other side of the world. Chaleff explores how they can respond effectively, particularly using the power now available through advances in communications technology. Everyone is a follower at least some of the time. Chaleff strips away the passive connotations of that role and provides tools to help followers effectively partner with leaders. He provides rich guidance to leaders and boards on fostering a climate that encourages courageous followership. The results include increased support for leaders, reduced cynicism and organizations saved from serious missteps.

    Mayor Rudoph Guiliani had barely escaped with his life in the collapse of the first tower. Fires burned furiously near the site as the other buildings verged on collapse. Air Force fighter jets criss-crossed the sky to ward off other attacks. And yet in those moments after the calamity, and in the following days and months, Mayor Guiliani not only steered the city through the crisis, but did so with an assurance and authority that was hailed around the world as a model of courageous leadership. In this book, Guiliani describes vividly the chaos and horror of the twin-towers catastrophe, and explains how the rules of management he enforced as Mayor enabled him to gain control of the emergency. These are also the rules, Guiliani makes clear, that anyone in a leadership position - from the head of a large corporation to the owner of a corner shop - can use to inspire others and achieve concrete results.

    Looks at the role of emotional intelligence in leadership, discussing the characteristics of a good leader and leadership styles, and outlines the steps to becoming an effective leader.

    Unlike so many education 'reforms, ' this is not small-bore stuff. For that reason alone, it's likely to be resisted by defenders of the status quo, even though it's necessary and right for our kids. We owe it to them to make sure this book isn't merely a terrific read; it must become a blueprint for educational transformation." --Joel Klein, Chancellor of the New York City Department of Education"A brilliant teacher, Christensen brings clarity to a muddled and chaotic world of education."--Jim Collins, bestselling author of "Good to Great"According to recent studies in neuroscience, the way we learn doesn't always match up with the way we are taught. If we hope to stay competitive-academically, economically, and technologically-we need to rethink our understanding of intelligence, reevaluate our educational system, and reinvigorate our commitment to learning. In other words, we need "disruptive innovation."Now, in his long-awaited new book, Clayton M. Christensen and coauthors Michael B. Horn and Curtis W. Johnson take one of the most important issues of our time-education-and apply Christensen's now-famous theories of "disruptive" change using a wide range of real-life examples. Whether you're a school administrator, government official, business leader, parent, teacher, or entrepreneur, you'll discover surprising new ideas, outside-the-box strategies, and straight-A success stories.You'll learn how Customized learning will help many more students succeed in school Student-centric classrooms will increase the demand for new technology Computers must be disruptively deployed to every student Disruptive innovation can circumvent roadblocks that have prevented other attempts at school reform We can compete in the global classroom-and get ahead in the global marketFilled with fascinating case studies, scientific findings, and unprecedented insights on how innovation must be managed, "Disrupting Class" will open your eyes to new possibilities, unlock hidden potential, and get you to think differently. Professor Christensen and his coauthors provide a bold new lesson in innovation that will help you make the grade for years to come.The future is now. Class is in session.

    Roosevelt, and Lyndon B. Johnson (in civil rights)—to show how they recognized leadership qualities within themselves and were recognized as leaders by others. By looking back to their first entries into public life, we encounter them at a time when their paths were filled with confusion, fear, and hope.Leadership tells the story of how they all collided with dramatic reversals that disrupted their lives and threatened to shatter forever their ambitions. Nonetheless, they all emerged fitted to confront the contours and dilemmas of their times. No common pattern describes the trajectory of leadership. Although set apart in background, abilities, and temperament, these men shared a fierce ambition and a deep-seated resilience that enabled them to surmount uncommon hardships. At their best, all four were guided by a sense of moral purpose. At moments of great challenge, they were able to summon their talents to enlarge the opportunities and lives of others.

    But when he took the helm in 2004, America was losing that war badly: despite vastly inferior resources and technology, Al Qaeda was outmaneuvering America’s most elite warriors. McChrystal came to realize that today’s faster, more interdependent world had overwhelmed the conventional, top-down hierarchy of the US military. Al Qaeda had seen the future: a decentralized network that could move quickly and strike ruthlessly. To defeat such an enemy, JSOC would have to discard a century of management wisdom, and pivot from a pursuit of mechanical efficiency to organic adaptability. Under McChrystal’s leadership, JSOC remade itself, in the midst of a grueling war, into something entirely new: a network that combined robust centralized communication with decentralized managerial authority. As a result, they beat back Al Qaeda. In this book, McChrystal shows not only how the military made that transition, but also how similar shifts are possible in all organizations, from large companies to startups to charities to governments. In a turbulent world, the best organizations think and act like a team of teams, embracing small groups that combine the freedom to experiment with a relentless drive to share what they’ve learned. Drawing on a wealth of evidence from his military career, the private sector, and sources as diverse as hospital emergency rooms and NASA’s space program, McChrystal frames the existential challenge facing today’s organizations, and presents a compelling, effective solution.

    Eisenhower wrote memoranda to himself during World War II as a way to think through complex problems. Martin Luther King found moral courage while sitting alone at his kitchen table one night during the Montgomery bus boycott. Jane Goodall used her intuition in the jungles of Central Africa while learning how to approach chimps. Solitude is a state of mind, a space where you can focus on your own thoughts without distraction, with a power to bring mind and soul together in clear-eyed conviction. Like a great wave that saturates everything in its path, however, handheld devices and other media now leave us awash with the thoughts of others. We are losing solitude without even realizing it.To find solitude today, a leader must make a conscious effort. This book explains why the effort is worthwhile and how to make it. Through gripping historical accounts and firsthand interviews with a wide range of contemporary leaders, Raymond Kethledge (a federal court of appeals judge) and Michael Erwin (a West Pointer and three-tour combat veteran) show how solitude can enhance clarity, spur creativity, sustain emotional balance, and generate the moral courage necessary to overcome adversity and criticism. Anyone who leads anyone-including oneself-can benefit from solitude. With a foreword by Jim Collins (author of the bestseller Good to Great), Lead Yourself First is a rallying cry to reclaim solitude-and all the benefits, both practical and sublime, that come with it.